Tag Archives: Jim Kline

#186 – PREDICTABLE SURPRISES: THE VOLKSWAGEN STORY – JIM KLINE PH.D.

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aIMG_4231-150x150A predictable surprise is a risk event that in some form is known within the organization. It is of a nature that if left unresolved, it could be costly.  But fixing the problem appears to have larger short run costs, than long term benefits.  The Volkswagen diesel emissions fraud is one such example. It also a case where the penalties imposed outweighed the short term costs. Moreover, had a risk assessment occurred at several points along the way, there might not have been a scandal.  Continue reading →

#176 – REPUTATIONAL RISK AND ERM – JAMES K. KLINE PH.D. CERM

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aIMG_4231-150x150Introduction

It is estimated that an organization’s reputation accounts for over a quarter of its market value. As such managing reputational risk has become an important issue for C-Suite members.  This piece examines the issues surrounding reputational risk and how an Enterprise Risk Management (ERM) approach can help manage this risk. (This piece is an extension of an earlier piece on Reputation and Risk presented in #153.) Continue reading →

#166 – BALDRIGE CRITERIA POSES CHALLENGES TO THE QUALITY PROFESSION – JIM KLINE PH.D.

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aIMG_4231-150x150Introduction

The title may sound strange given the Baldrige’s origin as the U.S. National Quality Award.   Yet, its migration to a Performance Excellence Criteria and the addition of Cyber Security, Innovation, and Enterprise Risk Management (ERM) does pose challenges to the quality profession.  This is particularly true since the many of the Baldrige examiners are quality professionals. Continue reading →

#151 – OMB A – 123: HOW DID WE GET HERE AND WHAT DOES IT MEAN? – JAMES KLINE PH.D.

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aIMG_4231INTRODUCTION
In a recent e-mail in which he noted that of U.S. Office of Management and Budget (OMB) is issuing its update to Circular A-123 on July 15, 2016, Greg Hutchins, co-founder of the CERM Academy, commented “this is really big. The circular is entitle “Management’s Responsibility for Enterprise Risk Management (ERM)”. It requires all federal agencies to adopt ERM. ERM is a framework by which federal agencies can identify and mitigate risk. I agree with Greg, this will be big. Thus, it is worth stepping back and seeing some of the factors which lead to the adoption of ERM. Continue reading →

#121 – RISK AND POKA YOKE – JAMES KLINE PH.D.

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aIMG_4231On March 28, 1979 there was a cascading failure in reactor number 2 at Three Mile Island. This failure allowed large amounts of nuclear reactor coolant to escape. The accident coalesced the anti-nuclear movement and ultimately caused the decline in nuclear plant construction in the United States. Continue reading →